RESPECTFUL WORKSPACE POLICY

SECTION 2: THE COMPLAINT & RESPONSE PROCESS
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SBTS is committed to addressing allegations of workspace issues covered by this policy, to assist in finding an appropriate resolution and, when necessary, to investigate alleged infringements.

Consequences can include:

  1. reprimand;

  2. remedial action;

  3. termination of employment or contract.  

Restorative justice may also be considered as part of the resolution process. It emphasizes a non-adversarial, non-retributive approach to justice encouraging healing in victims and the meaningful accountability of offenders. 

In what follows, use of the singular “complainant,” “respondent” or “employee” shall be understood to equally apply in the plural where such is the case. 

Before contacting the SBTS Board of Directors, a complainant is strongly encouraged to write down some notes on the occurrences experienced or witnessed and to gather any relevant documentation.

This documentation and recollection of events will be very useful in helping everyone understand the situation. Suggested guidelines for note taking appear in Appendix B at the end of this policy. 

The response options under this policy range from:
  • consulting with a Human Resources member of the Board of Directors,

  • to informal or formal reporting to the Executive Team of the Board of Directors,

  • to an investigation process or disciplinary action by the Executive Team of the Board of Directors. 

These are not mutually exclusive as an effective response may combine elements of all approaches.


I.     STEP ONE: TELL SOMEONE

Any person who experiences or witnesses personal and sexual harassment or violence is encouraged to contact a Human Resources (HR) Committee member of the Board of Directors who will listen and provide an informed and supportive strategy for addressing concerns.

Your HR Committee Contacts for 2026 are:


An HR Committee member will be able to offer general information and present the complainant with a range of response options. They will:

  • listen and make confidential notes about the workspace concern(s);

  • note if the complainant believes that their safety (or that of others) is at risk or threatened and take appropriate action;

  • identify that the complainant has the right to file a formal complaint with the Board of Directors, and assist with that process, if requested;

  • identify that the complainant has the right to withdraw from any further action at any point;

  • identify that the complainant has the right to use avenues of recourse outside this policy, and that such action may suspend or terminate action taken within this policy;

  • identify the time limits which apply to the process under this policy;

  • address issues of confidentiality and anonymity related to this response process;

  • Identify any additional applicable resources that SBTS or sister organizations have available;

  • discuss with the complainant how they wish to proceed; and

  • follow up to determine the status of the situation and provide ongoing support as needed.

Notes taken by the HR Committee member are intended to supplement the complainant’s own notes, and will be kept for at least twelve months after the last of the incidents reported. They may be retained longer if they are submitted as part of a more formal complaint process (see below), or where corroborative reports from other occurrences suggest there is a pattern of behaviour warranting longer-term monitoring.

II.     STEP TWO: INFORMAL REPONSE

The goal of this response option is to provide support for both victims and witnesses (potential complainants) so that problematic behaviour is dealt with quickly and efficiently. 

An informal response may be used when the issue is relatively minor in nature and may be resolved through informal discussions with the relevant parties. 

The HR Committee member will present a range of informal strategies for resolving the problem quickly, which may include: 
  • reviewing the harassment policy;
  • ​suggesting different response mechanisms;
  • suggesting different approaches for discussing the concern; 
  • ​contacting key production personnel on the complainant’s behalf, if requested.
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III.     STEP THREE: FORMAL RESPONSE

In some circumstances, a formal response may be necessary either as: 
  • an escalation of Step Two: Informal Response, or 
  • in cases where Step Two: Informal Response is inadequate.

Some examples of when a formal response may be required include:

  • if the result of an informal response is unsatisfactory (does not resolve the problem or if any party is dissatisfied);

  • if there has been an act of physical violence;

  • if anyone associated with the production/performance uses threatening language toward anyone else associated with the production;

  • if anyone feels pressured into divulging personal information or to engage in a personal non-platonic relationship with anyone else associated with the production;

  • if anyone commits a non-consensual sexual act or uses sexually explicit language or gestures toward anyone else associated with the production; or

  • if someone uses their position of power to get anyone associated with the production to engage with them in a non-platonic manner. 

When there is a serious incident, the Executive Team of the Board of Directors should be immediately informed in order to help:

  • ensure the safety of everyone;

  • ensure appropriate medical treatment is provided or sent for, if required; and

  • contact the appropriate authorities as soon as possible. 


Although not an easy thing to do, formal reporting involves talking to an HR Committee member of the SBTS Board of Directors:

  • The complainant may choose as their advocate any member of the HR Committee

  • The chosen HR Committee member will be available to assist and provide support in preparing and making a formal complaint to the Executive Team of the Board of Directors.

  • Contact information for current members of the Human Resources Committee will be provided at the First Day Talks of all productions.

  • The chosen HR Committee member will be available to the complainant for ongoing support and information.

  • Finally, the chosen HR Committee member will request a report from the Executive Team of the Board of Directors once the incident has been resolved.
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The complainant will most likely be asked to give written details of their concern(s) – the notes taken earlier will be critically important here. 

The more detailed the information available to the Executive Team of the Board of Directors, the more they have to work with in changing the situation.

Depending on the situation, the Executive Team of the Board of Directors may suggest, as a first step, acting as a go-between in addressing the issue with the respondent. 

As well, some form of alternative dispute resolution, such as mediation may be suggested.

An investigation into the allegations may take place and the Executive Team of the Board of Directors should provide an estimate of how long the process will be. 

Complainants should ask for a timeline estimate if none is provided. 

The investigation will involve the complainant, the person against whom the alleged complaint was laid (the respondent), and any other individuals who can help the investigator(s) understand what took place.